Knowledge gaps all business leaders should address

 The digital transformation strategy begins by answering the essential questions to ask about your business: what, why, how and who, creating a bridge between today and what you want to become.

Digital transformation, by its definition, is a holistic process that needs integration and collaboration and the strategy for digital transformation appears as a series of bricks to build a bridge, which will be used to break down the barriers and build passages between the different departments.

Building dialogue between IT and those who develop the business

In a company where “the business” reserves a leading role for marketing, and it is the CMO who has the budgets for technology expenses in support of sales, it is often difficult for IT professionals and those who manages information to speak the same language as marketing or other managers, since traditionally they have never been their “target audience”.

It is one of the reasons IT companies are building or acquiring “digital transformation consulting” with roots in marketing / business strategies or even agencies that do, all of which can help them understand and properly address dialogue needs.

It is also the reason why some consulting-oriented companies, which have always been oriented to the world of spreading knowledge in traditional business areas, find it difficult to face the growth challenges related to digital transformation. They cannot respond to the increasingly end-to-end digital transformation strategy needs of companies, as they lack deep IT and information flow management skills.

In other words: for many of them it is difficult to build the necessary bridges between IT and the business department of the company, in this process of global holistic transformation of the business model called digital transformation.

Build dialogue between business units and processes / information

It’s not just people in IT and information management who struggle to speak the language of CMOs and the marketing department.

Conversely, many marketing executives do not speak the language of IT and / or are not used to thinking and working in terms of business process management, essential technology evolutions, and business process reengineering concepts / methods and / or business process optimization. .

There are many more bridges to build than are needed between the “IT and information management department” and the “business” departments of the company.

Previously we were able to cover this need by taking it from an information point of view, seen as a bridge builder that was grafted into the next phase of the information age, when bridges / exchange of information between back-end and front had to exist. office, between contents and processes (integration), between man and machine and between machine and machine (Internet of things), between raw data and usable information, etc.

 

It is still equally essential to integrate information / content and processes, bearing in mind the need to work on the business and on those who work on information, as we wrote previously.

To successfully lead the digital transformation and safeguard themselves from possible failures along the way (always around the corner in such a disruptive and important change), all organizations must develop three fundamental skills, as Professor Michael Wade also reminds us: hyper- awareness, data-driven decision making and fast execution.It is probably not that difficult to imagine how many bridges between processes, people, information sources and silos are needed to fill the gaps that can lead digital transformation to success.

Building bridges between data and decisions

Information is omnipresent and at the heart of digital transformation. The volumes, formats and sources of data continue to grow exponentially. The question for leading companies has become: How do we turn all this data into actionable information in a meaningful, prioritized, and profitable way, using knowledge to engage new growth opportunities?

Information management

Information management requires an approach that is both holistic and integrated. From digitization to the acquisition of information, from paper to process improvement, from empowering employees in the area (in a broad sense) of knowledge, to improving customer service, acquiring information and using the business intelligence to present the information that is needed, when the time is right, with the business goal needed by that person who analyzes it, requires several steps and additions.

Achieving excellenceend

Achieving excellenceend-to-end information management, calibrated on the challenges of companies, their customers, their ecosystems and their optimization, innovation and, increasingly, digital transformation objectives, is fundamental, if not the main pillar that supports the success of the digital transformation strategy.

In practice, it requires the construction of many bridges to remove gaps and chasms still prevalent in companies.Last but not least, it requires data / content analysis and (therefore) artificial intelligence to move from information to knowledge, to arrive at understanding and intelligent use of data.

 

Building human interactions in the digital transformation strategy

There are many connections and relationships to be built from the point of view of humanity, with people at the center of thoughts and strategies: centrality of the customer, of the processes aimed at their satisfaction and the customer experience are the fundamental principles in transformation strategies. digital.

We need more (and stronger) bridges to connect us with customers, in ways that require more depth and breadth (and personalization) than ever before.

A digital transformation strategy also requires bridges between leaders and “staff”, especially those who are closest to customers and who often feel forgotten and on the edge of the system, but who are actually the real “bridges” between various functions and the customer (who is in charge of assistance, sales, the loyalty program) and, increasingly, among the executives of companies and the leaders who are building the ecosystems of value within these, those ecosystems that are necessary in an economy where new business models and revenue streams are in fact increasingly influenced by new business perspectives and the use of technology.

 

 

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